Central European Journal of Labour Law and Personnel ......2019/02/01 · Central European Journal of Labour Law and Personnel Management Vol. 2, No. 1, June 2019 9 Oldham (1980)

Central European Journal of Labour Law and Personnel Management Vol. 2, No. 1, June 2019

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Vol. 2, No. 1, 2019


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ABSTRACTING AND INDEXING


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Editorial Board:

assoc. prof. JUDr. Marek Švec, PhD., LL.M – Editor – in – Chief, Labour Law Association,

Slovakia

prof. JUDr. Mgr. Andrea Olšovská, PhD. – Deputy Editor – in – Chief, Labour Law

Association, Slovakia

assoc. prof. PhDr. Ing. Ladislav Mura, PhD. – Managing Editor, Slovak Academy of

Agricultural Sciences, Department of Economics and Management, Bratislava, Slovakia

assoc. prof. JUDr. Miriam Laclavíková, PhD., Trnava University, Slovakia

assoc. prof. JUDr. Mariana Novotná, PhD., Trnava University, Slovakia

assoc. prof. Ing. Miloš Hitka, PhD., Technical University in Zvolen, Slovakia

prof. Ing. Milota Vetráková, PhD., Matej Bel University in Banská Bystrica, Slovakia

assoc. prof. JUDr. Martin Štefko, PhD., Charles University in Prague, Czech Republic

prof. Ing. Josef Koubek, CSc., University of Economics in Prague, Czech Republic

prof. Dr. Valentinas Navickas, PhD., Kaunas University of Technology, Lithuania

prof. Dr. Charles Szymanszki, Vytautas Magnus University in Kaunas, Lithuania

Dr. Vilius Mačiulaitis, PhD., Mykolas Romeris University, Lithuania

assoc. prof. Magdalena Kraczla , Ph.D., University of Dąbrowa Górnicza, Poland

assoc. prof. Anna Wziątek-Staśko, Ph.D., Jagiellonian University in Krakow, Poland

prof. Dr. Andrea Bencsik, CSc., Szechenyi Istvan University in Győr, Hungary

prof. Dr. József Poór, DrSc., Szent István University, Hungary

prof. Dr. Nagy Csongor István, PhD., University of Szeged, Hungary

assoc. prof. Dr. Judit Oláh, PhD., University of Debrecen, Hungary

prof. Joellen Riley, PhD., The University of Sydney, Australia

prof. Shinya Ouchi, PhD., LL. M., Kobe University, Japan

assoc. prof. Dr. Vincent Duffy, PhD., Purdue University, USA

assoc. prof. Dr. Charlotte Davis, PhD., Concord University, USA

assoc. prof. Oleh Mykolaiovych Rieznik, Ph.D., Sumy State University, Ukraine

assoc. prof. Dr. Florin Sebastian Duma, PhD., Babes-Bolyai University, in Cluj-Napoca,

Romania

prof. Dr. Bojan Krstic, PhD., University of Niš, Serbia


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Editors:

JUDr. Jan Horecký, PhD., Masaryk University in Brno, Czech Republic

Dr. Małgorzata Okręglicka, PhD., Czestochowa University of Technology, Poland

PhDr. Adam Madleňák, PhD., University of Ss. Cyril and Methodius in Trnava, Slovakia

JUDr. Simona Schuszteková, PhD., LL. M., Labour Law Association, Slovakia

JUDr. Jana Žuľová, PhD., University of P. J. Šafárik in Košice, Slovakia

Language Editor:

Mgr. Monika Šimonová


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CONTENTS

JOB ANALYSIS AS A TOOL FOR IMPROVED ORGANIZATIONAL PERFORMANCE OF SMEs IN LAGOS, NIGERIAChukwunonye Anyakoha 7

THE REVISION OF HUNGARIAN PUBLIC SERVICE MOTIVATION (PSM) MODELZsuzsanna Horváth – Gábor Hollósy-Vadász 17

A RECIPE FOR EFFICIENT AND CORRUPTION-FREE PUBLIC SECTOROliver Okechukwu Okanazu – Maureen Anayo Madu – Samuel A Igboke 29

THE CONSEQUENCES OF PSYCHOSOCIAL RISKS IN THE WORKPLACE IN LEGAL CONTEXT Monika Seilerová 47

NOTICE FOR REDUNDANCY AS A DISCRIMINATORY MEASURE ON GROUNDS OF AGEMartin Štefko 61

COMPARATIVE ANALYSIS OF MOTIVATION OF CIVIL SERVANTS AND PUBLIC SERVANTS IN THE LOCAL STATE ADMINISTRATION – CASE STUDY OF SLOVAKIA Dominika Vlacseková 74

INSTRUCTIONS FOR AUTHORS 94

MANUSCRIPT REVIEW PROCESS AND REVIEW POLICY 97

PUBLICATION ETHICS RULES 98


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Anyakoha, C. (2019). Job analysis as a tool for improved organizational performance of SMEs in Lagos, Nigeria. Central European Journal of Labour Law and Personnel Management, 2 (1), 7-16.

doi: 10.33382/cejllpm.2019.02.01

JOB ANALYSIS AS A TOOL FOR IMPROVED ORGANIZATIONAL PERFORMANCE

OF SMEs IN LAGOS, NIGERIA

Chukwunonye Anyakoha 1

1 Faculty of Vocational Technical Education, University of Nigeria, Nsukka, Enugu State

Received: 30. March 2019, Reviewed: 26. April 2019, Accepted 19. May 2019

Abstract

This study explored the influence of job analysis on organizational performance among 180 small and medium scale enterprises in Lagos, Nigeria. Data was obtained using structured questionnaires and analysis of company financial statements. The analysis was done using statistical package for social science (SPSS) version 20 and the results obtained showed that proper job analysis improves productivity at work, efficiency and organizational profitability. Findings also showed that there are significant challenges that hamper the effective implementation of job analysis in SMEs in Lagos. The study thus recommended that entrenching a company policy of robust talent management and job analysis in order to bring about continuous improvement of staff performance and organizational efficiency.

Key words: Job analysis, human resource management, small and medium scale enterprises, organizational performance

DOI: 10.33382/cejllpm.2019.02.01

JEL classification: D21, D23, J08

Introduction

Job analysis involves the process of understanding the jobs that need to be filled in an organization, the specific tasks that are supposed to be accomplished by individuals doing these jobs, the human traits and characteristics needed in order to do these jobs and the parameters that can be used to evaluate the successful and effective execution of these jobs. According to Dessler (2013), job analysis could be defined as the procedure determining the duties and skill requirements of a job and the kind of individual or individuals who should be hired.


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Business organizations in recent times have adopted job analysis as a very important human resource planning strategy. This is due to the fact that the human resource is the most important resource of every business organization. According to Sackett and Laczo (2003), proper human resource management practice has a direct positive effect on organizational performance. The study further mentioned that business organizations that pursue job analysis as a planning strategy for human resource management tend to have competitive advantage over organizations that do not make such provisions.

Previous research work done on job analysis focused on the methodological aspects of the topic, thus making significant contributions to the field of human resource management by developing procedures and techniques for generating job-related data. This has enabled experts to effectively apply the procedures of job analysis in various organizations. Furthermore, Osibanjo, Kehinde and Abiodun (2012) opined that job analysis information and procedures have effectively been used to provide information about jobs and also characteristics for jobs, thus helping recruiters to know the features they are looking out for in prospective employees and also for job seekers to ascertain if they are qualified for the job that they seek.

The importance of job analysis cannot be over-emphasized. According to Fine and Cronshaw (2009), job analysis is the backbone of nearly all human resource management activities. He further mentioned that it provides information about jobs and job holders, utilized byhuman resource professionals to develop job descriptions as well as design performance evaluation standards that will be used for staff appraisal. In addition, Adegbami (2013) also mentioned that job analysis helps management in preparing appropriate recruitment strategies, training and development, compensation packages as well as health and safety requirements that are designed around the demands and characteristics of the job. He further mentioned that this information is vital to the job seekers as they adequately prepare themselves to be qualified for the jobs that they seek and know areas where they are deficient in order to develop themselves.. Effective human resource practice requires a clear understanding of the details of jobs on the part of the organization and employees, thus making it intuitively imperative that there is a relationship between job analysis and company performance.

Despite the increased importance of job analysis, there has not been enough empirical research done, especially linking it organizational performance in African countries. It is based on this gap that this study is carried out and is aimed at examining this link between job analysis and organizational performance, and test it with empirical data obtained from 160 SMEs in Nigeria.

Theoretical background

Over the years, management experts have been of the view that sound human resource practices significantly help in improving organizational productivity and financial performance. The advantages of job analysis go beyond business organizations, but also for public sector enterprises and non-profit organization. However, this study focuses on the role of job analysis for business organizations. One of the theoretical designs adopted in job analysis is the Hackman and Oldham job characteristics model, as described by Anyadike (2013). This model postulates that desirable job outcomes are cultivated in response to the task itself. This model, postulated by Hackman and


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Oldham (1980) further postulated that in order for motivation to prevail among workers, the tasks being assigned must stimulate satisfaction within their own specific context. Tasks should be identifiable and there should also be a tangible outcome, while significantly impacting the organization and the individuals working in the organization. The theory of the job characteristics model, according to Bohlander and Snell (2009) relies on stretching the capabilities of individual workers by creating a challenging work environment by giving workers greater autonomy, responsibility, rotation and job enrichment. In another related study, Wilson (2004) also mentioned that it is important to periodically administer periodic surveys in order to ensure that workers are continually motivated and improved in their work environment and measures be taken in order to improve upon identified deficiencies.

In order to ensure the success of administrative decisions in business organizations, it is important to ensure that workers participate in the decision making process of the organization. According to Robinson (2012) when workers have a say in decisions made by the management of the organization, these workers perceive the procedures within the organization more favourably as opposed to situations when they are not given a voice in managerial decisions.

Another theory of job analysis is the Job Embeddedness Theory. This theory postulates that if employees are embedded to their job, it is unlikely that they will leave (Rogelberg, 2007). Job Embeddedness is measured with the relationship of an employee’s fit with the organization and the individual’s social links to the workplace and the community. However, Schmitt and Fine (2003) mentioned that a significant limitation of the job Embeddedness theory is that it places heavy emphasis on factors such as marital status the workers’ connection to the community and many of these are outside the jurisdiction of the manager. The Human Capital Theory of job analysis postulates that human workers within an organization may be used interchangeably, and that human workers bring a tangible asset within an organization in the form of their learned skills, innate talent and relationships (Schneider and Konz, 1999). This theory thus views the individual worker as an asset or a liability to the organization, thus this makes it imperative that business firms employ individuals who have the aptitudes and capabilities that are contained in the job description.

Job analysis is vital in order to achieve the strategic plans and objectives of a business firm. According to Anyim, Ikemefuna and Mbah (2011), job analysis information helps in identifying key employee competencies required in different work positions as well as training needs that to be met, thus consistently equipping workers with the needed skills for doing the job effectively. Furthermore, the organizational tradition also helps in determining the key traits that are needed by employees. For instance, according to Edien (2015), a business organization that thrives on creativity and constant improvement will not limit its workers to being “pigeon-holed” at their position, but look beyond their own jobs and constantly seek for ways to improve things in their organization. The study thus recommended that competency–based job analysis be used by business organizations and the traditions and strategic plan of an organization should be considered in every decision pertaining to staff recruitment and training in order to effectively organize work around the employees competencies in order to bring about continuous improvement.


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Companies that conduct regular job analysis are more able to get the best from their employees than those that do not apply job analysis. According to Fine and Cronshaw (2009), this is due to the fact that organizations that carry out job analysis set minimum required performance benchmarks for their employees and also bring about proper evaluation benchmarks that will be used to for effective employee performance appraisal.. In another related study, Franklin (2005) also opined that proper job analysis information helps business firms in making decision about the right compensation package that is suitable for the job position; decision about training needs required for the job, and also helps ensuring that the organization complies with existing employment laws that exist in the country or community, where the enterprise is based in. Furthermore, Bannick, Levine and Morgeso (2007) were of the view that proper job analysis helps organizations to set up human resource management systems in place that will not be too difficult for new entrants to understand, thus creating an atmosphere of stability and sustainability.

The most important aspect of job analysis is designing the job description. The job description is a written statement of what the worker does, how he/she ought to do it and the working conditions under which the work shall be done. According to Cascio and Aguinus (2005), the information contained in the job description helps inform the job seeker the role his job plays in the organization achieving its goals and objectives. He further mentioned that job description information clearly highlights the chain of command of the organization, the authorities as well as responsibility due to the job seeker. Harley (1999) mentioned that proper job analysis, description and design promotes employee productivity as individuals specialize on tasks that they are qualified and have the skill for. The study further mentioned that a continuous repetition of tasks leads to expertise and dexterity.

The human resource department of every organization plays a key role in its development. In his study, Franklin (2005) mentioned that the human resource departments play important management roles in organizations as they ensure that there is proper staffing of different departments in the organization. In another related study, Muchinky (2012) mentioned that the consequences of filling job positions with the wrong people cannot be exaggerated. The study mentioned that an organization’s success is highly dependent on the quality of its human resources, thus with increased competition amongst businesses and the need to continually keep abreast with changing dynamics of the modern day business world, it is imperative that competent individuals are put in various positions.

Some business organizations make use of competency-based job analysis to create employee profiles for various positions in their organization. According to Okoye and Ezejiofor (2013), competencies are observable and measurable behaviours of an individual that make the performance of job tasks possible. Competency based job analysis involves describing the job in terms of measurable and observable behavioural competencies (knowledge, skills and behaviours) that an employee doing a job must exhibit. Furthermore, Siddique (2007) mentioned that unlike the traditional job analysis that is job-focused, competency based analysis is worker-focused, as it concentrates on the fact that the worker must be competent enough to perform all the tasks inherent in the job. The study further mentioned that managers usually group competencies into three broad parts namely general competencies, leadership competencies and technical competencies. General competencies are described as skills that are general


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in nature for instance writing, reading and language skills. Leadership competencies on the other hand are skills that measure leadership ability of the individual such as strategic thinking and planning ability, while technical competencies are specific skills needed for the job, for instance, for a systems engineer position, the individual should have the ability to create and design software applications.

In studying the behavioural aspect of job analysis, Wilson (2004) opined that one of the fears employees have about job analysis is that a clear and concise definition of their work means limiting their creativity and flexibility. The study further mentioned that employees are also afraid about the purpose of elaborate examination of the workplace. In order to ameliorate this fear, the study recommended that employees must be properly educated why job analysis is done and also make an input on how they think the job can be done better. In another related study, Rogelberg (2007) also mentioned that giving employees increased responsibility improves their confidence level at work and also their level of contribution to the organization. The study further mentioned that increased responsibility helps in improving the leadership abilities of these employees as they are able to take on new tasks and lead new projects. Small and medium scale enterprises (SMEs) constitute a major bedrock of the Nigerian economy. They contribute significantly to gross domestic product, tax revenue for the government and also help in capacity utilization as well as giving new and prospective entrepreneurs the opportunity to venture into entrepreneurship. Furthermore, according to Anyakoha and Nwolisa (2017), SMEs help in creating employment for the society, especially for fresh graduates, as they gain working experience in these organizations. It is therefore critical that these organizations do well financially in order to achieve economic balance in the country. For these SMEs, the human resource is their most important asset. This makes human resource management an integral part of the management decisions in the organization.

The Nigerian economy has been classified as a fast growing one, driven by private sector growth, foreign investment and a surge of afri-capitalism. Furthermore, with a population of more than 90 million individuals, there is available a dynamic workforce that if properly harnessed, is capable of positioning the country’s economy into the best in Africa. Lagos state on its own is the biggest economic hub of the country, with a large concentration of SMEs that are championing innovation and commerce. The influx of foreign direct investment (FDI) has created an impressive mix of domestic and foreign companies. This has created an atmosphere of competition making it imperative that companies become productivity and efficiency conscious. This in turn has made business organizations especially SMEs to search for strong management practices, especially in the area of human resource management. Job analysis provides a veritable human resource management tool for SMEs in achieving their strategic objectives as it helps to clearly outline performance targets for employees of an organization.

It is on the backdrop of this that this study is conducted and is aimed at exploring the influence of job analysis on organizational performance of selected SMEs in Lagos State, Nigeria. Financial performance (earnings, profitability and liquidity) as well as employee satisfaction and staff turnover were used to ascertain the organizational performance.


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Material and methods

A sample of 180 SMEs was randomly selected for this study, and these organizations were distributed across the various local government areas in Lagos State. Structured questionnaires were distributed to the managers of the various businesses, and 172, indicating a return rate of 95.5%. Furthermore, the audited financial statements of the companies were also used to ascertain profitability and earnings figures. SMEs were used for this study based on the fact that they constitute more than 65% of the business organizations in Nigeria (Anyakoha and Nwolisa, 2017). Furthermore, they also constitute 59% of total private sector employment in the country.

The SMEs used for this study are based in Lagos state of Nigeria and are engaged in different sectors of the Nigerian economy. The sectors of the economy that SMEs for this study are engaged in include agriculture, oil and gas, extractive industry (mining industry), education, non-professional services, fast moving consumer goods (FMCG), telecommunication and information and communication technology (ICT). The justification for using Lagos State for this study is based on the fact that Lagos has the highest concentration of SMEs in Nigeria and also these SMEs cover almost all the sectors of the Nigerian economy. Also, a 5 point Likert scale was used to measure the times that described the effect of job analysis on organizational performance.

Results and discussion

Demographic Characteristics of the Sample

The results of data analysis are presented in the following section. Demographic characteristics of the sample, outlining the sectors of the economy in which the SMEs are engaged in are shown in Table 1.

Table 1: Sector Breakdown of Respondents for the Study

Sector Frequency Percent

Agriculture 19 11.05%

Oil and Gas 24 13.95%

Extractive Industry 21 12.21%

Education 17 9.88%

Non-professional services 28 16.28%

Fast Moving Consumer Goods 34 19.77%

Telecommunication 8 4.65%

ICT 21 12.21%

Source: Computed field data 2019

There was a fairly even distribution of respondents amongst different sectors of the economy, with Fast Moving Consumer Goods (FMCG) sector having a slightly higher


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population than the rest due to their prevalence in terms of population in SME sector. However, most of the productive sectors of the economy were captured in the study.

Descriptive Statistics of Use of Job Analysis

Table 2 shows the descriptive statistics of the effect of job analysis on organizational profitability of SMEs in Lagos, Nigeria

Table 2: Descriptive statistics of effect of job analysis on profitability

Variable Mean Standard Deviation Variance

Less resources spent on correcting mistakes 4.13 1.05 1.71

Reduced wastage of production inputs 3.99 1.26 1.87

Proactive in anticipating problems before they occur

3.71 0.89 2.42

Recruitment of skilled and qualified manpower thus reduced training costs

4.01 0.97 2.39

Source: Analysis of field data 2019

The findings in Table 2 indicate that job analysis leads to fewer resources spent on correcting mistakes. This is due to the fact that job tasks are properly outlined, thus enabling employees to be methodical in accomplishing job tasks. In addition, the findings also show that job analysis brings about a reduction in wastage during the production process. This could be attributed to the fact that qualified and skilled workers are more efficient in carrying out their tasks thus reducing mistakes and wastages. This is in agreement with the postulations of Anyadike (2013), who mentioned that clearly specifying tasks for a given job helps human resources departments to hire the best qualified staff and also makes employees to grasp the rudiments of the job faster. Furthermore, Fine and Cronshaw (2009) also opined that repetition of tasks leads to specialization, thus making for improved output at work.

Descriptive statistics on the effect of job analysis on employee productivity

Table 3 shows the descriptive statistics of the effects of job analysis on employee productivity.

Table 3: Descriptive statistics on effect of job analysis on productivity

Variable Mean Standard deviation Variance

Jobs are done efficiently 3.84 1.05 1.86

Minimal down-time between performing tasks

3.91 0.97 1.81

Rudiments of the job are mastered faster and improved upon within a short time

4.01 0.87 2.31

Multi-tasking is done to more effect 3.84 0.91 2.42Source: Analysis of field data, 2019


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The findings in Table 3 shows that job analysis makes it possible for jobs to be done more efficiently, thus using fewer resources to accomplish more objectives. Furthermore, the findings also show that job analysis brings about minimal down-time between performing different tasks. These are in agreement with the postulation of Okoye and Ezejiofor (2013) who mentioned that job analysis leads to specialization and accomplishment of tasks in a more efficient and effective manner. The findings from this study also show that job analysis enables employees to master the rudiments the job faster, thus reducing mistakes and costs in the medium and long run. This is in agreement with the findings of Osibanjo, Kehinde and Abiodun (2012) who mentioned that faster understanding of the rudiments of a job reduces training costs for the organization, increases efficiency and leads to more productivity, thus giving the organization an edge over its competitors.

Descriptive Statistics on the Challenges of Implementing Job Analysis in SMEs

Table 4 shows the challenges that are faced by SMEs in implementing job analysis

Variable MeanStandard deviation

Variance

Lack of management support 3.71 0.91 1.81

Lack of support by employees 3.87 0.97 1.76

Bias on the part of the job analyst 4.01 1.09 2.04

Using single data source 3.61 0.76 2.03

Inability to identify the need for job analysis 3.92 0.85 2.30Source: Data analysis 2019

The findings in Table 4 show that lack of management support significantly hampers the effective implementation of job analysis in SMEs. In order to inculcate such an important policy in an enterprise, there is a need for top management not only support but work in tandem with human resource departments in order to promulgate optimal polices on staffing, employee training and job analysis. Furthermore, lack of support on the part of employees significantly hampers the implementation of job analysis. These findings are in agreement with the postulations of Schmitt and Foe (2003) who mentioned that the use of single source of data for job descriptions does not give an accurate and complete description of what is expected for different jobs. They further mentioned that it is imperative for the job analyst to be objective in order to properly itemize and describe what is expected from an employee in a given position. The findings are also in agreement with the postulations of Anyadike (2013) who mentioned that there is a need to properly educate employees on the value and need for job analysis in order for it to be implemented effectively. The study further opined that employees should also be involved in the job analysis process so as to make it more dynamic and effective.


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Conclusion

The findings from this study have shown that job analysis contributes significantly to organizational performance. Furthermore, the findings from this study also buttress the fact that job analysis is an important strategic management decision for business organizations. Human resource departments play a key role in organizational development by ensuring that only skilled and qualified candidates are recommended for job positions. Furthermore, staffing constitutes very important management decision, thus the strategic plan of an organization must include staffing and how the staff employed will help the organization to attain its strategic objectives. This study thus recommends that SMEs should inculcate a culture of job analysis in their operations and use it as a framework in making recruitment decisions, drawing staff training curriculum and also making promotion and appraisal decisions. Furthermore, job seekers should also study the requirements, rudiments and responsibilities pertaining to the jobs they want to apply for in order to ensure that they possess the needed aptitudes, attitudes, qualifications and experience needed for the job.

The findings of this study are relevant for human resource professionals as it helps them to initiate workable human resource management principles and activities that will help their organizations to achieve strategic goals. Furthermore, findings from this study are also important for management decisions of SMEs as they employ the specific type of job analysis most suitable for them.

AcknowledgementThis study was supported by the Department of Business Education, University of Nigeria Nsukka and the Small Medium Scale Enterprise Development Agency of Nigeria.

References

1. Adegbami, A. (2013). Effect of Underemployment on Human Resources Efficiency and Wellbeing in Nigeria. The African Symposium 13(2), 14-27.

2. Anyadike, N. (2013). Human Resource Planning and Employee Productivity in Nigeria Public Organization. Global Journal of Human Resource Management, 1(4), 56-68.

3. Anyakoha, C. and Nwolisa, C. (2017). Financial Innovation and Entrepreneurship Development in Lagos State of Nigeria: Challenges and Prospects for Small and Medium Scale Enterprises. Innovation Management, Entrepreneurship and Sustainability 2017 Conference Proceedings Citation Index, Prague Economic Papers pp. 16-27

4. Anyim, F, Ikemefuna, C. And Mbah, S. (2011). Human Resource Management Challenges in Nigeria Under a Globalized Economy. International Journal of Economics and Management Sciences 1(4), 1-11.

5. Bannick, M.; Levine, E.L. and Morgeso, F.P. (2007). Job and Work Analysis: Methods, Research and Applications for Human Resource Management. California. Thousand Oaks.

6. Bohlander, G. And Snell, S. (2009). Managing Human Resources. London. Cengage Learning.


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7. Cascio, W. and Aguinis, F. (2005). Applied Psychology in Human Resource Management. New York. Penguin Books.

8. Dessler, G. (2013). Human Resource Management. London. Pearson Publishers. 9. Edien, A. (2015). Effects of Job Analysis on Personnel Innovation.International

Journal of Business Management Invention 4 (10), 9 – 18.10. Fine, S. and Cronshaw, S. (2009). Functional Job Analysis: A Foundation for

Human Resources Management. New Jersey. Erlbaum Publishers.11. Franklin, M. (2005). Guide to Job Analysis. American Society for Training and

Development.12. Hartley, D. (1999). Job Analysis at the Speed of Reality. Amhers, Massachusetts.

HRD Press.13. Muchinsky, P. (2012). Psychology Applied to Work. Summerfield. Hypergraphic

Press.14. Okoye, P. And Ezejiofor, R. (2013). The Effect of Human Resources Development

on Organizational Productivity. International Journal of Academic Research, Business and Social Sciences, 3(10), 25-268.

15. Osibanjo, A; Kehinde, J., Abiodun, A. (2012). Human Resource Management and Employee Job Satisfaction: Evidence from the Nigerian Banking Industry. Journal of Economics and Business Research. 38(1), 17-32.

16. Robinson, M. (2012). What is Job Analysis? Institute of Psychology. April 18th.17. Rogelberg, S. (2007). Encyclopaedia of Industrial and Organizational Psychology.

California. Thousand Oaks.18. Sackett, P. and Laczo, R. (2003). Handbook on Psychology. New York. Forbes

Publishing19. Schmitt, N and Fine, S. (2003). Inter-Rater Reliability of Judgements of Functional

Levels 20. and Skill Requirements of Jobs Based on Written Task Statements. Journal of

Occupational Psychology, 56 (2), 121-127.21. Schneider, B and Konz, A. (1999). Strategic Job Analysis. Human Resource

Manager, 28, 51-63.22. Siddique, C. (2007). Job Analysis: A Strategic Human Resource Management

Practice. International Journal of Human Resource Management. 15 (1), 219 – 244.

23. Wilson, M. (2004). A History of Job Analysis. In L.Koppes, Historical Perspectives in Industrial and Organizational Psychology. Lawrence Erbaum Associates.

Author contactChukwunonye Anyakoha. University of Nigeria, Nsukka, Enugu State, Faculty of Vocational Technical Education, Department of Business Education. P.O. Box 3219, Nuskka, Enugu State. Nigeria. E-mail: [email protected] Authors´ ORCID: https://orcid.org/0000-0002-1907-9295


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Horváth, Zs. & Hollósy, V. G. (2019). The revision of Hungarian public service motivation (PSM) model. Central European Journal of Labour Law and Personnel Management, 2 (1), 17-28.

doi: 10.33382/cejllpm.2019.02.02

THE REVISION OF HUNGARIAN PUBLIC SERVICE MOTIVATION (PSM) MODEL

Zsuzsanna Horváth1 – Gábor Hollósy-Vadász 2 1 Faculty of Commerce and Catering and Tourism, Budapest Business School,

Budapest, Hungary

2 Doctoral School of Public Administration Sciences, Faculty of Science of Public Governance and Administration, National University of Public Service, Budapest, Hungary

Received: 05. March 2019, Reviewed: 16. April 2019, Accepted 24. May 2019

Abstract

The Public Service Motivation Theory (PSM) turned up in the USA in the 90’s, the European civil services applied the PSM concept later. Very few studies addressed the PSM in Hungarian context. One of those prepared a PSM model adapted to Hungarian public service. In this study, we develop and complete this model with job security as new variable. We use the PLS-SEM method to analyze the representative database of ISSP. According to our result, the job security can be adapted to the previous PSM model. We also identify the direct and indirect effects of job security on the other variables of the model. The results of this study can be adapted in human resource management of the Hungarian public administration. Therefore, we suggest the public policy makers to confirm the motivation and job security among the public sector employees.

Key words: Calling, organizational commitment, perceived social impact, public service motivation, work satisfaction

DOI: 10.33382/cejllpm.2019.02.02

JEL classification: J24, J28, J29

Introduction

The Hungarian public administration has a huge handicap to hire, retain and motivate the employees (Hazafi, 2017), because the private sector can provide better work conditions (Hazafi, 2015). That is why the Hungarian public sector can hire only professionals who can not find jobs in the private sector (Hazafi, 2015). The low level of motivation among public sector workers is a dysfunction of human resource management (Hazafi, 2017). Hazafi (2015) mentions that the three main resources of


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motivation in public sector are: 1) fair income, 2) stable carreer opportunity, 3) moral appreciation. On the one hand, Hajnal, Kádár and Kovács (2018) emphasize that Hungary has received a huge amount of support from the European Social Fund and the Norway Grants to develop its governance system. On the other hand, Hazafi (2017) mentions that the new career models and pay rise could not abolish the salary gap between the public and private sector. The average income in private sector was higher by 19% than in public sector in 2016. Take into consideration the morale appreciation, Hollósy finds the labour representation of public service negative and no positive prestige is associated with working in public sector. The above mentioned factors reduce the competitiveness of the public sector and the motivation among the public sector employees. The aim of this study is to prepare and adapt a public service motivation model for the Hungarian public sector. The practical application of this model can help to optimize the motivation of the Hungarian public sector workers and increases the competitiveness of the Hungarian public sector.

The UNDP’s study (2017) distinguishes intrinsic and extrinsic work motivation. The intrinsic motivation is an activity enjoyed by the individual. The work is carried out because the employee finds it interesting. The extrinsic motivation stimulates the employee to work hard and receive something for the work done. The above mentioned approach is not satisfactory to motivate the public sector workers, because it ignores the special needs of the employees and the special environment of public sector. The Public Service Motivation (PSM) is a relatively new research field. The motivation factors in the public sector can be different in terms of the national culture, the local economy, and the politics.


PSM is an Anglo-Saxon theory turned up in North America in the 90’s, also applied by the European public administration organizations (Mihalcioiu, 2011). Mihalcioiu (2011) mentions that PSM focuses on special motivation of public sector workers and also involves the main points of public management e.g. work satisfaction, organizational commitment and the incentive system. PSM is an individual predisposition how public sector employees react to the motivation tools applied in the public sector (Perry and Wise, 1990). Brewer and Selden (1998) added two aspects of the above mentioned definition. First, the PSM stimulates to serve the community. Second, PSM is relevant in the public sector The PSM concept was developed and completed in the 2000s. Vandenabeele (2007) says that PSM is a mix of attitudes, values, beliefs beyond the individual and organizational interest. These beliefs can modify the behaviour of public sector employees.

Mihalcioiu (2011) mentions that the main goal of NPM (New Public Management) was to rationalize the public sector, organize the resources more effectively and maximize the power, the budget and the public reputation. This approach cannot provide an explanation for the special motivation of public sector employees. This problem can be solved by PSM and its special dimensions. Perry and Wise (1990) identified three dimensions of PSM.

1. Rational: Whilst public servants behave in an altruistic way, they also want to increase their efficiency and importance.


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2. Norm-based: The main norm in public sphere is to serve the interest of society. 3. Affective: Public administration must provide safety for citizens based on

basic human laws, thus applying the affective norm of patriotism of benevolence.

According to the study of Rainey and Steinbauer (1999), PSM can be manifested in general altruistic motivation to serve the interest of the local community, the interest of the state or the interest of the nation. The intrinsic motivation in connection with self-sacrifice can be a fundamental human feature and it can be as strong as the extrinsic motivation (e.g. received income).

We found numerous studies investigating the relationship between organizational commitment, job security, work satisfaction, perceived social impact, Calling, and PSM. We also use these variables in our model.

1. Bullock, Srich, and Rainey (2015) defined the organizational commitment. It is an individual strength that makes an employee to identify himself with the organization.

2. Bullock, Srich, and Rainey (2015) defined the perceived social impact that presents the impact of the work of public sector employee on the other people’s live.

3. Calling is “a transcendent summons, experienced as originating beyond the self, to approach a particular life role in a manner oriented toward demonstrating or deriving a sense of purpose or meaningfulness and that holds other-oriented values and goals as primary sources of motivation” (Dik and Duffy, 2009. p. 427). Calling refers to being talented or passionate (Horváth, 2016; 2017a; 2017b; 2017c).

4. In the last decade, several studies have addressed the issue of work satisfaction (Westover and Taylor, 2009). According to the above cited study, work satisfaction is a positive emotional sate that originates from one’s job experience.

5. Job security presents how secure an employee feels his/her job at the organization he/she is working for (Esser and Olsen, 2012). It is very important since the job of an employee generates the main source of income.

In Hungary, there is a scarcity of academic inquiry on PSM: only four relevant studies have been published up to date. One of them is a theoretical study investigating the adaption opportunities of PSM in Hungary (Hollósy and Szabó 2016). The second one investigates the relationship between PSM and job satisfaction in case of the local public service (Hollósy 2018). The third one prepares and adapts the Hungarian PSM model with PLS-SEM (see the method chapter) method (Horváth and Hollósy, 2018). Horváth and Hollósy (2018; 2019) use the representative database of ISSP 2015 and their model includes five variables: organizational commitment, work satisfaction, perceived social impact, motivation and Calling. The R2 of this model is 60%, It means that public servants with high PSM, high organizational commitment, high Calling and high perception of the social impact are satisfied with their job. According to that study, the correlation between work satisfaction and organization commitment is over 0,9, which is especially high in social science. This result raises the question whether work satisfaction and organization commitment can be rejected or not. Calling has direct and indirect effects on work satisfaction. (We provide more details about direct and indirect effects in Method chapter.) The correlation between Calling and organizational


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commitment is also strong, so public sector workers with high Calling can get easily committed to public organizations.

In this study, we test and develop the model of Horváth and Hollósy (2018). We complete the model with job security as a new variable. Esser and Olsen (2011) define the job security as a variable that determines how secure the employees feel in their jobs. The job security “is a critical aspect of work quality because a person’s work usually provides the main source of income and serves as an important basis for living conditions” (Esser and Olsen (2011, 443). Bullock, Hansen and Houston (2018) claim that most studies present that job security is more important in the public service than the private sector.

Hur and Perry (2016) report that scholars may focus on three aspects of job security:1. The relationship between the objective job security and perceived job security. 2. The effect of job security on PSM among public administration workers. 3. Identifying the relationship between deinstitutionalization of job security

and outcomes.

Based on the classification of Hur and Perry (2016) we cite some public administration studies that fit the second category. The job security is one of the main reasons that attracts public sector workers to public sector (Chen and Hsieh 2015). According to their study:

1. Job security correlates positively with PSM.2. The pursuit of high pay correlates negatively with PSM.3. The income satisfaction correlates positively with PSM.4. The income satisfaction affects negatively the relationship between the

pursuit of high pay and PSM.

Liu and Perry (2014) conducted a research in China to test the relationships between PSM and CCB (community citizenship behaviour), JS (job satisfaction), and OI (Organization identification). According to their results:

1. PSM correlates with the other variables. OI has a partial mediating effect on the relationship between PSM, CCB and JS.

2. Public service employees with high PSM are more compatible with the goals, missions and work environment of the public organizations than public service employees with low PSM.

3. PSM correlates negatively with organizational tenure. Furthermore, organi-zational tenure correlates negatively with OI, JS and CCB.

4. Although PSM and job security correlate positively with work attitudes (for example JS) and prosocial behaviour (for example CCB), PSM has stronger effect on work attitude and work behaviour than job security.

Ballart and Rico (2018) investigated the relationship between PSM and job security in Spain. The respondents study at a public university in Bacelona, so they have no work experience in public sector and avoid the socialization effects of public sector organizations. According their results:

1. In case of high level of attraction to public service and commitment to public values, the PSM can be compatible with job security.

2. Self-sacrificing students do not care about job security.


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Material and methods

Only few studies addressed the PSM concept in Hungary, therefore there is only one PSM concept adapted by the Hungarian public service, so this is an explorative research. In this study, we test and develop the model of Horváth and Hollósy (2018) as well as complete the model with job security as a new variable.

We tested two hypotheses: 1. H(1): Job security as a new variable can be adapted by the original model

(Horváth and Hollósy 2018).2. H(2): Job security has direct and indirect effect on the other variables of the

model.

The Work Orientations 2015 module of the representative database of ISSP (Interna-tional Social Survey Programme) was used as a basis for analysis, with delimitation of current employment. Therefore, Hungarian workers currently employed have been selected for further analysis (n=564). The distribution of the gender of respondents is (n=250) (44.3%) men and (n=314) (55.7%) women. The youngest person is 27 years old and the oldest is 75 years old. The average age of the respondents is (m= 50.42; SD=10.837). (n=141) (25%) and (n=141) people worked in public sector. In further part of this study, we only analyse the responses of the public sector workers.

PLS -SEM (Partial Least Squares – Structural Equation Modeling) method was used to analyse the data. Path analysis is a series of regression analyses making it a predictive statistical method (Kovács and Bodnár 2016). Kazár (2014) distinguishes two types of structural equation models, the first one is the covariance-based structural equation model, the second one is the variance-based structural equation model. PLS-SEM is a variance-based structural equation model (Mitev and Kelemen 2017). Kovács and Bodnár (2016) mention that correlation coefficient presents the relationships between the variables in the model. This coefficient involves direct and indirect effects. Insignificant relationships between the variables are automatically ignored. The PLS-SEM method is specifically adapted to detect and investigate an indirect effect between constructs and variables, making it a popular method is a number of disciplines (Kazár 2014). Kovács and Bodnár (2016) mention that PLS-SEM can run the factor analysis and the regression analysis simultaneously. The PLS-SEM does not require normal distribution and it is applicable for a sample with low number of respondents. Exogenous variables are the explanatory variables in the model. Endogenous variables can be explanatory variables but also target variables in the model. Regarding to the relationship between indicators and indirect variables, we can distinguish reflective and formative models. In reflective models, the indirect variable can be the reason and the effect of the indicator. In formative model, the indicator is the reason of the indirect variable. PLS-SEM can test the reflective and formative models.

The PLS-SEM method is useful when theoretical concepts cannot be measured directly, so the models based on them cannot be tested (Kovács,2015). The PLS-SEM model includes two parts, the first one is the measurement, the second one is structural. The measurement part examines the indirect variables via direct variables. In order to assess the structural validity of the model, several in-build modules have been included in the software. The SRMR (Square Root Mean Square Residual) examines how theoretical concept fits to the empirical data (Mitev and Kelemen


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2017). The coefficient of SRMR is between 0 and 1. The Cronbach-alfa represents the validity of convergence. AVE (Average variance extracted) tests the value of convergence. Both the value of Cronbach-alfa and AVE coefficient can be between 0 and 1. The coefficient of Cronbach-alfa must be over 0,7 to accept the validity of the test. The coefficient of AVE must be over 0,5 to accept the validity of the test. Fornell and Larcker test is able to test the validity of discriminant. According to this test, the value of AVE must be over the squares of correlations between the constructions.

Results of the path analysis are presented in a diagram with arrows pointing from indirect variables to indirect dependent variables. Arrows can point from indirect variable to direct variables, or from indirect explanatory variables to indirect target variables. Indirect variables are marked with circles and direct variables with squares.

Results and discussion

Firstly, we tested the convergent and the discriminant validity (see Table 1 and Table 2). The convergent and discriminant validities are over the expected levels.

Table 1. The convergent validity

Variable Cronbach-alfa AVE

Calling 1,000 1,000

Job security 0,788 0,560

Organizational commitment 0,790 0,585

Perceived social impact 0,745 0,512

Work satisfaction 0,851 0,757

Source: own processing

Table 2. The discriminant validity

FORNELL-LARCKER test

Calling Job securityWork

satisfactionOrganizational commitment

Perceived social impact

Calling 1,000

Job security 0,447 0,749

Work satisfaction

0,373 0,449 0,870

Organizational commitment

0,796 0,695 0,494 0,765

Perceived social impact

0,708 0,429 0,302 0,749 0,716



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We created a model (Figure 1) using the above mentioned variables. The thickness of arrows represents the strength of correlations.

Figure 1. The path analysis of Calling, organizational commitment, job security, work satisfaction and perceived social impact


The correlation is especially strong between Calling and organizational commitment; organizational commitment and job security. The correlation is moderately strong between the organizational commitment and perceived social impact. The correlation is 0,4 between work satisfaction and organizational commitment. Calling is an explanatory variable. Work satisfaction is a target variable. The other variables are explanatory and target variables as well. Calling has impact on job security via organizational commitment. Organizational commitment has direct effect on work satisfaction and on perceived social impact.

We use bootstrapping method to test the significance of paths between the variables. Bootstrapping analysis estimates variances, confidence intervals and other statistical attributes based on random samples extracted from an existing previous sample (Füstös, 2009). Table 3 presents the results of the bootstrapping method.


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Table 3. The results of bootstrapping

Test of couple of factors

Original sample

Mean (M)Standard Deviation

(SD)T statistics P value

Calling -> Organizational commitment

0.796*** 0.795 0.044 18.028 0.000

Calling -> Perceived social impact

0.303** 0.305 0.151 2.010 0.045

Calling -> Work satisfaction

0.036 0.067 0.910 0.040 0.968

Job security -> Work satisfaction

0.190 0.192 1.071 0.177 0.860

Organizational commitment -> Job security

0.695*** 0.700 0.077 9.091 0.000

Organizational commitment -> Perceived social impact

0.508** 0.509 0.154 3.305 0.001

Organizational commitment -> Work satisfaction

0.427 0.416 2.374 0.180 0.857

Perceived social impact -> Work satisfaction

0.124 0.150 0.951 0.131 0.896

source: own processing

The next step focused on the mediation analysis revealing the underlying indirect effects between the variables. The indirect effects analysis was conducted on all possible paths. Therefore, the effects of intermediate variables are unknown. The effects of intermediate variables are important because the groups differ alongside of these variables. These are called specific indirect effects. Table 4 presents our mediation analysis. VAF is an acronym for Variance Accounted For.

Table 4. The results of mediation analysis

Relationships between indirect variables

Total indirect effect

Bootstrapping significance

Total effect

Bootstrapping significance

VAF %

Calling -> Organizational commitment -> Perceived social impact

0,403 2.847 0,705 10.854 57%

Calling -> Organizational commitment -> Job security -> Work satisfaction

0,109 1.618 0,393 3.484 28%



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Only 141 public sector employees participated in this study, so limited interpretation of results can be provided. In this study we test and develop the PSM model of Horváth and Hollósy (2018). Our results suggest that job security as a new variable can be adapted to the model. Hypothesis 1 is approved. This result is supported by Chen and Hsieh (2015), who found that job security correlates positively with PSM. The model can explain 48% of job security. The organizational commitment correlates strongly to job security, so public sector workers with high organizational commitment believe their organization can provide stability and security. Calling does not have direct and indirect effect on job security. According to the mediation analysis, Calling has indirect effect on perceived social impact (VAF =57%) and on work satisfaction (VAF =. 28%). Calling can indirectly modify how public sector employees evaluate the social impact of their work. In case of public service workers, this transcendent summons as primary source of motivation and can be manifested in the perceived social impact. So, Calling can get implemented to PSM researches. This is in connection to the study of Thompson and Christensen (2018) who mention that PSM and Calling together can offer a prolific research area to the scholars. Calling has indirect effect on work satisfaction via organizational commitment and job security. This result correlates to the study of Horváth and Hollósy (2018), where Calling has also indirect effect on work satisfaction.

According to the bootstrapping analysis, the work security has latent relationship only to organizational commitment. The work security can be adapted to the model, but its indirect effects are not remarkable. Since the work security correlates strongly to the organizational commitment, it indicates that a public sector worker with perception of a stable job becomes loyal to his or her organization. Calling has an indirect effect on organizational commitment and on perceived social impact. It means that Calling can modify the perception of public sector workers how relevant and essential they feel their work contributes to the public interest. This result is supported by the study of Markow and Klenke (2005) who find that Calling is a predictor of organizational commitment. The main finding of this study that Calling and job security can be added to the PSM concept. The organizational commitment has direct and indirect effect on the perceived social impact. The job security has direct and indirect effect on the perceived social impact. Our results do not confirm Hypothesis 2 because job security has direct and indirect effect on the organizational commitment and on perceived social impact, but job security does not have relationship to Calling. This PSM model can explain 63% of the organizational commitment. According to the model, those public sector employees are committed to their organizations who notice life goals, know how their work contributes to well-being of the society and they believe their jobs are secure.

Further studies should test and develop the original PSM model, what kind of variables can be adapted to the model and contribute to increase the motivation of public sector professionals.

Conclusion

Ideally, the highly motivated staff is the output of well functioning human resource departments. According to the study of Hazafi (2017), one of the main problems of the Hungarian human resources management in the public sector is the under motivated employee. The new career models and pay rise could not abolish the salary gap between the public and private sector (Hazafi, 2017). The moral reputation of public service is not positive (Hollósy under construction), so we need to find other method


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to motivate the public sector workers. PSM seems to be a good possibility to motivate these employees. This is the third empirical study that proves the validity of PSM in case of Hungary. However, this is the second study that prepares a valid PSM model for the Hungarian public sector. As we know, no Hungarian public institution uses or tests the PSM method. The reasons can be:

1. PSM method is not well known by managers in the public sector.2. Implementing the PSM concept in the public sector has some direct and

indirect effects on the human resource management including the process of hiring to the outplacement. The recruiters should check the motivation of candidates to serve the public interest. The HR professionals should educate the employees via trainings how their work influences the society and their work contributes to the well-being of the society. The managers in public sector should redesign the entire HR process.

3. Managers in the public sector are afraid how their staff will react to the redesigned function of HR departments.

Although the above mentioned difficulties, we suggest the managers to install the PSM model. As we have proved in this study, the PSM concept can successfully contribute to improve the motivation in the public sector.

The Hungarian public sector should adapt to the changing work environment in order to enhance competitiveness on labour market. Fazekas (2017) mentions that these changes have effect on the tasks and the competencies. The author reports that the relevance of non- cognitive competencies (e.g. motivation to serve the public interest, altruism) has increased in developed countries. The development of non-cognitive competencies is necessary not only in the private sector but also in public sector as well. On the other hand, the non-cognitive competencies can be developed in adulthood. Fazekas (2017) also mentions that organizations should employ emotionally stable and cooperating professionals who are open to new challenges. These organizations can protect their own employees from the displacement effect of new technologies. We suggest that public administration trough development of PSM can get two benefits. Firstly, the public administration organizations may protect their employees from displacement effect of new technologies. Secondly, public administration organizations can increase indirectly the perceived work satisfaction and job security among their employees.

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Authors contactZsuzsanna Horváth, PhD, associate professor, Budapest Business School, Faculty of Commerce and Catering and Tourism, Bedő street 9, 1112, Budapest Hungary. Email: [email protected]´ ORCID: https://orcid.org/0000-0002-8417-8994

Gábor Hollósy-Vadász, PhD student, National University of Public Service, Faculty of Science of Public Governance and Administration, Doctoral School of Public Administration Sciences, Rend street 11, 1028, Budapest Hungary, Email: [email protected]´ ORCID: https://orcid.org/0000-0001-5555-4922


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Okanazu, O.O., Madu, M.A., Igboke, S. A. (2019). A recipe for efficient and corrupt free public sector. Central European Journal of Labour Law and Personnel Management, 2 (1), 29-46.

doi: 10.33382/cejllpm.2019.02.03

A RECIPE FOR EFFICIENT AND CORRUPTION-FREE PUBLIC SECTOR

Oliver Okechukwu Okanazu 1 – Maureen Anayo Madu 2 – Samuel A Igboke 3

1,2 Faculty of Vocational and Technical Education, Department of Business Education, University of Nigeria, Nsukka, Enugu, Nigeria

3 Faculty of Education, Department of Business Education, Ebonyi State University, Abakiliki, Ebonyi State, Nigeria

Received: 28. March 2019, Reviewed: 03. May 2019, Accepted 15. June 2019

Abstract

This study centred on innovative practices that the management of public sector in Nigeria, Enugu State in particular should adopt to ensure efficient and corruption-free public sector. Three research questions and three null hypotheses guided the study. The study contains the research results conducted in the Ministry of Finance and Local Government Affairs of Enugu State, Nigeria. The ministry consisted of 521 senior and junior members. A questionnaire survey was applied to collect the necessary data. The chosen method was validated by three experts. The Cronbach Alpha Reliability Method was used, and a general reliability coefficient of 0.83 was obtained. The obtained data was analysed and the set hypotheses tested using mean, standard deviation and t-test statistics. Generally, the study found out that public sector managers in Nigeria, Enugu States in particular agreed that the innovative recruitment/selection, training/development, compensation/motivation practices will serve as a recipe for efficient and corruption-free public sector.

Key words: Innovation, Personnel management, Innovative personnel management, Public sector

DOI: 10.33382/cejllpm.2019.02.03

JEL classification: M12, M54

Introduction

No institution, organisation or establishment will work efficiently without having credible, sound and innovative personnel. Having an innovative personnel will not only bring efficiency, but will also go a long way in stemming the tide of corruption which has eaten deep into the fabrics of most public offices/organisations especially in


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Sub-Saharan Africa, which Nigeria is a part of. In this study, the researchers gave an insight into innovative personnel management practices that might serve as a recipe for efficient and corruption- free public offices in Enugu State, Nigeria The emphasis of the researchers was on two ministries, The Ministry of Finance and the Ministry of Local Government Affairs. These ministries were found to be the ministries with the highest rate of inefficiency among its personnel, which in most cases resulted in corruption and mismanagement of public resources (Enugu State Government 2018). Recently, the personnel management has assumed an interesting role in solving organizational problems in a scientific and sophisticated manner, thereby creating a smooth society, where output can be achieved at an increasing pace. According to Kalpana (2018), human relations and human behavioural school of management emphasized the role of people - staff in organizations. Adopting new measures on how to treat staff well in an organization will help in getting the desired results efficiently and effectively. Personnel psychology, sociology and other related behavioural sciences have also emphasized the importance of treating employees well, using new methods in order to get things done through them, so as to contribute to the success of the enterprise/organization. In fact, proper personnel management will ensure proper recruitment, selection, placement and induction of workers into their respective duties. It is glaring now that for any organization to have efficient and corruption-free staff; it must adopt new ways of personnel management, which should start with the proper recruitment process. For instance, selecting the right employee and assigning them to the right positions at the right time, will result in success of the organization.

Furthermore, new way of personnel management will enable the organization conduct various training programmes, seminars and development programmes for the employees in order to keep them abreast of the current developments in their respective fields (Shaw, 2018). It will equally help in the evaluation of employees’ performance within any given organization. Employee performance appraisal is very important, especially in public offices. Performance appraisal will not only help in determining the efficiency of employees, but will also improve their potentials in future endeavours. This study therefore, serves as a mean of steaming inefficiency and corruption among public office personnel as a result of poor personnel management practices. The innovative personnel management practices serve as a recipe for efficient and corruption-free public sector in Enugu state and Nigeria at large.


In the present global and competitive environment, most of the organizations, also the public offices are trying to satisfy their clients‘ needs in innovative ways. As the society is evolving, innovation becomes increasingly important for the public sector to survive. Globalization requires institutions, public offices andpublic sector to generate an endless stream of new ideas, systems, technologies, services and innovative practices. The new paradigm is, “Innovation is the hallmark of survivial. When the going gets tough, the tough innovates” (Okanazu, 2018). Whether we talk about innovation or change, this change can take several forms. Innovation is a positive, constructive, and productive change. Change is inevitable, so as to maintain a competitive advantage in terms of constantly changing demographics, technologies and globalization trend is essential (Siltala, 2010).


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Several definitions have been offered for innovation, each of them are different. Edison, Ali, & Torkar (2013) emphasized that innovation involves all the entire activities. ; It begins with formulation of an idea in order to achieve the goals and objectives set by a particular organization. Innovation is rather redesigning the idea than generating a completely new one. According to Anthony, Johnson, Sinfield, and Altman (2008), innovation generally refers to rebirth of useful ideas that will refresh the activity of the organization. In order to achieve a meaningful effect of the implemented ideas, the company managers should change their decision-making approach. Personnel managers must show innovative approach to management (Iansiti, Lakhani, Karim, 2017). Hence, for any idea to be seen innovative in personnel management, it must bring an improved, efficient and effective ways of doing things (Salge, & Vera, 2009)A. For public offices to be successful, they have to apply innovations with regard to internal systems and methods so as to create and sustain a source of competitive advantage (Salge, & Vera, 2012)B. Thus, for any innovation to exist and survive in any public office, adequate personnel management should be adopted in organizations.

Personnel management according to allbusiness.com (2018) is defined as a systemic way of recruiting and training employees to be more resourceful to the organization. It is part of the organization’s human resource management issues, focusing on employees’ identification, selection and general development. Peter (2018) asserts that personnel management helps in maintaining staff collaboration, organizational staff needs and the employer – employee relationship. Smriti (2018) citing Flippo and Jucius says that personnel management deals with the acquisition, improvement and preservation of the personnel of an organization for the sole aim of contributing toward the achievement of organization’s main goals and objectives as successfully and inexpensively as possible. In order to achieve this objective, the personnel managers have to consider the interest at all levels of personnel and community to the highest degree. Personnel management should enable the employee to provide the appropriate contribution that serves the success of the organization (The British Institute of Personnel Management 2016).

In the context of this study, personnel management is an act/process that is being utilized by organizations in recruiting/selection of their staff, training/development of their staff to become an efficient and effective workforce and at the same time compensating/motivating them to do their best in order to achieve the organizational goal. In our present day society, no organization or public office will achieve a desired result without embracing innovative personnel management practices. Innovative personal management involves the combination of new ideas and methods in recruitment, training, development and motivation of organization’s staff to achieve the desired result in any given task. It also entails radical and most efficient and effective way of doing things in an organization with regard to the staff, the adoption and diffusion of innovations in the organization and especially among its staff, which can be attributed not only to external environmental forces but also to social processes (Nomita, 2018). Innovative Personnel management is focusing on core administrative functions e.g. employee recruitment and training, job description and job analyses, keeping record of employee activities, employee motivation, benefits and safety issues. These may be summarized into three broad areas: 1) the recruitment/selection of staff, 2) training/development of staff, 3) compensation/motivation of staff.


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Recruitment/selection of staff refers to all approaches and systematic methods used in engaging the right and competent individual either on permanent or temporary bases to carry out a given task(s) in the organization (Zarei, and Wong, 2014). According to Martin (2016), recruitment is a method of determining the most qualified candidate that will do a given job and engaging them in cost effective manner. It is a tool or procedure adopted while searching for potential employees. It equally involves inspiring and motivating them to apply for jobs in the organization. Since recruitment/selection of staff plays a pivot role in any organization, it will likely be a recipe for efficient and corruption-free public offices if done in an innovative way. Innovative recruitment/selection practices according to Darling (2007) encompass all the best, current technological driven and cost effective practices adopted in the process of recruitment/selection. The success or failure of any organization depends on the professionality of the employee they were able to engage. Innovative recruitment/selection practices will also enable organizations and public offices to employ staff whose skills are properly align with the organizational goals, policies, laws and societal trends. These employees will not only bring efficiency and effectiveness but will also prevent the presence of corruption.

Furthermore, training/development of staff helps to achieve the organization goals. While training is a tool to gaining new, up-to-date knowledge and competency in a given job, development on the other hand, is more encompassing. It is heading towards staff growth and increased performance rather than the current activity conducted by the employee. (Shrm, 2019). Thus, innovative training/development practices include recent practices aimed at improving the knowledge and skills gained by employees in any given job to remain relevant in this competitive society. Excellent training and development mechnism enables the institutions to preserve their most competent staff in order to boost profit. In fact, staff training and development programmes have become crucial, especially nowadays, when institutions are becoming selective in engaging individuals with higher abilities and competencies to achieve efficient service delivery. Therefore, organizations must handle their top talented staff well and retain them to maintain organizational growth. As organizations are expanding and they are increasing their capacity, it is increasingly essential that training and development programmes will not only be viable, but will be a key to organizational success. (Gorman, 2018). According to Arte (2016), training the new and existing employees, can be the biggest challenge for the organization, especially in a rapidly changing global environment. The seven key steps the public sector should consider in providing an effective training and development program include: benchmark against competition, employees survey, aligning training with the management’s operating goals, run it as business, include it in the company culture, keep pace with innovation and measuring results. Therefore, introducing innovative training/development practices will not only serve as a recipe for efficient and corruption-free public offices, but will also align the employees with global trend in the field of their specialization.

No employee will perform better no matter the amount of training/development given without adequate compensation/motivation. Compensation refers to any kind of benefit provided for an employee an employee(s) in return of his/her work in the organization. Compensation is not only a financial reward e.g. wage resp. salary, but also other non-financial incentives provided for the employee by the company (Kappel, 2018). Companies can compensate their staff by salary, commissions, overtime payment


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and bonuses. On the other hand, motivation is that internal and external factor that enables the individual being more committed in performing a job or task to achieve the desired result.(businessdictionary.com). Motivation is the set of different visible and invisible factors resulting in achieving the desired result. Motivation according to Parker and Wang (2016) is the reason for people’s actions, willingness to act and achieve goals. It can be approached as an element inspiring the individual or public office resp. organization to move forward. Mastering motivation will allow one to have sustained and deliberate practice, which will bring high level of achievement. Motivating employees to become more innovative as Alicia (2018) noted, is something an organization willing to expand and grow has to ensure. The future success of any organization, especially in the public sector depends largely on the ability of the organization to motivate their employees.

According to Ikwumezie (2009), the public sector plays an essential role in the quality of our lives. It supports the way we manage our lives,, develops and delivers social programmes and protects our interests and values in the world. The public sector involves all those institutions not in private ownership, but, set up and financed by the government. According to Adimmadu (2003), public sector is that administrative structure, by which the policies and programmes of the government are initiated, appraised and implemented. Ihe and Umeaka (2006) emphasized that public sector refers to the area of the nation’s financial system controlled and monitored by the national government. It is the segment, where decisions of what to do, how to do and for whom it will be done (represented by the government). In Nigeria, public sector consists of institutions and agencies under the three tiers of the government (Nnamocha, 2002). Public sector as postulated by Salisu, (2018) is represented by any organization with the responsibility of formulating and implementting government policies, programmes, plans and actions aimed at providing essential services for the citizens. The author noted that public sector in Nigeria is a mandatory institution under the Nigerian Constitution of 1999 with the mandate of providing public service. From the definition above, it is clear that Nigeria has employees in the public sector running into millions across different institutions. These institutions such as ministries and extra-ministerial departments carry out the activities of government at all levels of governance. Their main duty is to implement government plans, policies and programs.

It is worrying that the public sector in Nigeria, especially the one in Enugu state is still characterized by high level of inefficiency in delivering their mandate. The question is, what caused the public sector corruption and inefficiency? It is not easy to discuss the level of of corruption and inefficiency in government institutions. The following factors are worth noting as the hallmark of public sector inefficiency and corruption: greed among public service employees, poor quality service by the administrators, poor career development mechanism, tribalism, nepotism, bureaucracy among top administrators, incompetency, illiteracy, poor motivation, inadequately trained staff, constant change in government policies and policy summersault, misplacement of priorities, poor standard of living, weak institutions, poor execution of government plans, policies and programmes due to political instability, autocratic nature of decision-making resulting in poor quality jobs, erosion of public confidence in the service. It is essential to make the public sector more efficient and effective by applying innovative personnel practices. The researchers set out to determine how innovative personnel management practices will serve as a recipe for efficient and corruption-free public sector in Enugu States, Nigeri

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Central European Journal of Labour Law and Personnel ......2019/02/01 · Central European Journal of Labour Law and Personnel Management Vol. 2, No. 1, June 2019 9 Oldham (1980)